| SEGMENT INFORMATION |
15. SEGMENT INFORMATION Reportable segments are determined based on the products and services offered and the level of information provided to the CODM. The CODM uses this information to review the performance of various components of the business, including banking centers and business units, which are aggregated when their operating performance, products and services, and clients are similar. The Company’s Executive Chair and CEO serves as the Company’s CODM. Income before income tax expense is the measure of segment profit or loss regularly reviewed by the CODM and used to allocate resources and evaluate performance. As of June 30, 2026, the Company was divided into five reportable segments: (I) Traditional Banking, (II) Warehouse Lending, (III) TRS, (IV) RPS, and (V) RCS. Management considers the first two segments to collectively constitute “Core Bank” or “Core Banking” operations, while the last three segments collectively constitute RPG operations. The nature of each segment’s operations and the primary drivers of net revenues by reportable segment are described below: | | | | | Reportable Segment: | | Nature of Operations: | | Primary Drivers of Net Revenue: | | | | | | Core Banking: | | | | | | | | | | Traditional Banking | | Provides traditional banking products to clients in its market footprint via its banking center network and to clients outside of its market footprint primarily via its digital delivery channels. | | Net interest income | | | | | | Warehouse Lending | | Provides short-term, revolving credit facilities to mortgage bankers across the U.S. | | Net interest income | | | | | | Republic Processing Group: | | | | | | | | | | Tax Refund Solutions | | Offers tax-related credit products and facilitates the receipt and payment of federal and state tax refunds through Refund Transfer products. TRS products are primarily provided to clients outside of the Bank’s market footprint. | | Net interest income and Net refund transfer fees | | | | | | Republic Payment Solutions | | Offers general-purpose reloadable cards. RPS products are primarily provided to clients outside of the Bank’s market footprint. | | Net interest income and Program fees | | | | | | Republic Credit Solutions | | Offers consumer credit products. RCS products are primarily provided to clients outside of the Bank’s market footprint, with a substantial portion of RCS clients considered subprime or near-prime borrowers. | | Net interest income and Program fees |
The accounting policies used for Republic’s reportable segments are consistent with those described in the summary of significant accounting policies. Segment performance is evaluated based on operating income before income taxes. Goodwill is allocated to the Traditional Banking segment. Income taxes are generally allocated based on income before income tax expense unless specific segment allocations can be reasonably determined. Transactions among reportable segments are recorded at carrying value. Net interest income is reflected within each applicable business segment based on the underlying financial instruments assigned to that segment and the impact of the Company’s internal FTP applied to each instrument. FTP is allocated from Traditional Banking to each segment based on the assumed terms of the underlying financial instruments within that segment and applicable market interest rates corresponding to those assumed terms. The following tables present segment information for the three and six month periods ended June 30, 2026 and 2025: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Three Months Ended June 30, 2026 | | | | Core Banking | | | Republic Processing Group | | | | | | | | | | | | | | | Total | | | Tax | | Republic | | Republic | | | | | | | | | | | | Traditional | | Warehouse | | | Core | | | Refund | | Payment | | Credit | | | Total | | | | Total | | (dollars in thousands) | | Banking | | Lending | | | Banking | | | Solutions | | Solutions | | Solutions | | | RPG | | | | Company | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net interest income | | $ | 60,375 | | $ | 3,744 | | | $ | 64,119 | | | $ | 27 | | $ | 3,006 | | $ | 14,550 | | | $ | 17,583 | | | | $ | 81,702 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Provision for expected credit loss expense | | | (143) | | | (38) | | | | (181) | | | | (1,046) | | | — | | | 6,384 | | | | 5,338 | | | | | 5,157 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net refund transfer fees | | | — | | | — | | | | — | | | | 3,208 | | | — | | | — | | | | 3,208 | | | | | 3,208 | | Mortgage banking income | | | 1,799 | | | — | | | | 1,799 | | | | — | | | — | | | — | | | | — | | | | | 1,799 | | Program fees | | | — | | | — | | | | — | | | | — | | | 743 | | | 4,315 | | | | 5,058 | | | | | 5,058 | | Other noninterest income (1) | | | 9,443 | | | 23 | | | | 9,466 | | | | 37 | | | 1 | | | — | | | | 38 | | | | | 9,504 | | Total noninterest income | | | 11,242 | | | 23 | | | | 11,265 | | | | 3,245 | | | 744 | | | 4,315 | | | | 8,304 | | | | | 19,569 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Salaries and employee benefits | | | 26,000 | | | 754 | | | | 26,754 | | | | 1,717 | | | 1,124 | | | 1,348 | | | | 4,189 | | | | | 30,943 | | Technology, equipment, and communication | | | 7,427 | | | 46 | | | | 7,473 | | | | 81 | | | 20 | | | 1,112 | | | | 1,213 | | | | | 8,686 | | Occupancy | | | 3,358 | | | 30 | | | | 3,388 | | | | 61 | | | 5 | | | 6 | | | | 72 | | | | | 3,460 | | Marketing and development | | | 1,374 | | | — | | | | 1,374 | | | | 34 | | | — | | | 1,689 | | | | 1,723 | | | | | 3,097 | | Other noninterest expense (2) | | | 6,719 | | | 157 | | | | 6,876 | | | | 207 | | | 144 | | | 151 | | | | 502 | | | | | 7,378 | | Total noninterest expense | | | 44,878 | | | 987 | | | | 45,865 | | | | 2,100 | | | 1,293 | | | 4,306 | | | | 7,699 | | | | | 53,564 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Income (loss) before income tax expense | | | 26,882 | | | 2,818 | | | | 29,700 | | | | 2,218 | | | 2,457 | | | 8,175 | | | | 12,850 | | | | | 42,550 | | Income tax expense (benefit) | | | 6,212 | | | 676 | | | | 6,888 | | | | 473 | | | 535 | | | 1,788 | | | | 2,796 | | | | | 9,684 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net income (loss) | | $ | 20,670 | | $ | 2,142 | | | $ | 22,812 | | | $ | 1,745 | | $ | 1,922 | | $ | 6,387 | | | $ | 10,054 | | | | $ | 32,866 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Period-end assets | | $ | 5,770,433 | | $ | 614,989 | | | $ | 6,385,422 | | | $ | 20,226 | | $ | 494,952 | | $ | 161,229 | | | $ | 676,407 | | | | $ | 7,061,829 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Period-end loans | | $ | 4,655,509 | | $ | 614,696 | | | | 5,270,205 | | | $ | 156 | | $ | — | | $ | 140,045 | | | $ | 140,201 | | | | $ | 5,410,406 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Period-end deposits | | $ | 4,940,270 | | $ | 43,798 | | | | 4,984,068 | | | $ | 19,178 | | $ | 494,754 | | $ | 53,742 | | | $ | 567,674 | | | | $ | 5,551,742 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net interest margin | | | 4.16 | % | | 2.59 | % | | | 4.02 | % | | | NM | | | NM | | | NM | | | | NM | | | | | 4.99 | % | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net-revenue concentration* | | | 70 | % | | 4 | % | | | 74 | % | | | 3 | % | | 4 | % | | 19 | % | | | 26 | % | | | | 100 | % | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Three Months Ended June 30, 2025 | | | | Core Banking | | | Republic Processing Group | | | | | | | | | | | | | | | Total | | | Tax | | Republic | | Republic | | | | | | | | | | | | Traditional | | Warehouse | | | Core | | | Refund | | Payment | | Credit | | | Total | | | | Total | | (dollars in thousands) | | Banking | | Lending | | | Banking | | | Solutions | | Solutions | | Solutions | | | RPG | | | | Company | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net interest income | | $ | 56,380 | | $ | 3,549 | | | $ | 59,929 | | | $ | 62 | | $ | 3,563 | | $ | 12,648 | | | $ | 16,273 | | | | $ | 76,202 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Provision for expected credit loss expense | | | 517 | | | 255 | | | | 772 | | | | (3,932) | | | — | | | 4,983 | | | | 1,051 | | | | | 1,823 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net refund transfer fees | | | — | | | — | | | | — | | | | 2,567 | | | — | | | — | | | | 2,567 | | | | | 2,567 | | Mortgage banking income | | | 1,896 | | | — | | | | 1,896 | | | | — | | | — | | | — | | | | — | | | | | 1,896 | | Program fees | | | — | | | — | | | | — | | | | — | | | 735 | | | 3,716 | | | | 4,451 | | | | | 4,451 | | Other noninterest income (1) | | | 8,550 | | | 23 | | | | 8,573 | | | | 156 | | | 1 | | | — | | | | 157 | | | | | 8,730 | | Total noninterest income | | | 10,446 | | | 23 | | | | 10,469 | | | | 2,723 | | | 736 | | | 3,716 | | | | 7,175 | | | | | 17,644 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Salaries and employee benefits | | | 25,866 | | | 735 | | | | 26,601 | | | | 1,963 | | | 1,035 | | | 1,202 | | | | 4,200 | | | | | 30,801 | | Technology, equipment, and communication | | | 7,427 | | | 45 | | | | 7,472 | | | | 132 | | | 27 | | | 1,053 | | | | 1,212 | | | | | 8,684 | | Occupancy | | | 3,291 | | | 30 | | | | 3,321 | | | | 60 | | | 5 | | | 5 | | | | 70 | | | | | 3,391 | | Marketing and development | | | 1,150 | | | — | | | | 1,150 | | | | 103 | | | — | | | (10) | | | | 93 | | | | | 1,243 | | Core conversion and related contract consulting fees | | | 182 | | | — | | | | 182 | | | | — | | | — | | | — | | | | — | | | | | 182 | | Other noninterest expense (2) | | | 6,717 | | | 141 | | | | 6,858 | | | | 246 | | | 112 | | | 116 | | | | 474 | | | | | 7,332 | | Total noninterest expense | | | 44,633 | | | 951 | | | | 45,584 | | | | 2,504 | | | 1,179 | | | 2,366 | | | | 6,049 | | | | | 51,633 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Income before income tax expense | | | 21,676 | | | 2,366 | | | | 24,042 | | | | 4,213 | | | 3,120 | | | 9,015 | | | | 16,348 | | | | | 40,390 | | Income tax expense | | | 4,820 | | | 533 | | | | 5,353 | | | | 901 | | | 679 | | | 1,973 | | | | 3,553 | | | | | 8,906 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net income | | $ | 16,856 | | $ | 1,833 | | | $ | 18,689 | | | $ | 3,312 | | $ | 2,441 | | $ | 7,042 | | | $ | 12,795 | | | | $ | 31,484 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Period-end assets | | $ | 5,788,697 | | $ | 672,166 | | | $ | 6,460,863 | | | $ | 32,771 | | $ | 346,586 | | $ | 130,697 | | | $ | 510,054 | | | | $ | 6,970,917 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Period-end loans | | $ | 4,582,152 | | $ | 671,773 | | | $ | 5,253,925 | | | $ | 95 | | $ | — | | $ | 119,000 | | | $ | 119,095 | | | | $ | 5,373,020 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Period-end deposits | | $ | 4,849,544 | | $ | 37,704 | | | $ | 4,887,248 | | | $ | 31,374 | | $ | 346,586 | | $ | 52,031 | | | $ | 429,991 | | | | $ | 5,317,239 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net interest margin | | | 3.84 | % | | 2.51 | % | | | 3.72 | % | | | NM | | | NM | % | | NM | | | | NM | | | | | 4.61 | % | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net-revenue concentration* | | | 71 | % | | 4 | % | | | 75 | % | | | 3 | % | | 5 | % | | 17 | % | | | 25 | % | | | | 100 | % | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
* Net revenue represents net interest income plus total noninterest income. Net-revenue concentration equals segment-level net revenue divided by total Company net revenue. (1) Other noninterest income includes service charges on deposit accounts, interchange fee income, increase in cash surrender value of BOLI, net losses on OREO and other noninterest income. (2) Other noninterest expense includes FDIC insurance expense, interchange related expense, legal and professional fees, and other noninterest expense. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Six Months Ended June 30, 2026 | | | | Core Banking | | | Republic Processing Group | | | | | | | | | | | | | | | Total | | | Tax | | Republic | | Republic | | | | | | | | | | | | Traditional | | Warehouse | | | Core | | | Refund | | Payment | | Credit | | | Total | | | | Total | | (dollars in thousands) | | Banking | | Lending | | | Banking | | | Solutions | | Solutions | | Solutions | | | RPG | | | | Company | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net interest income | | $ | 119,702 | | $ | 7,644 | | | $ | 127,346 | | | $ | 11,457 | | $ | 6,043 | | $ | 27,308 | | | $ | 44,808 | | | | $ | 172,154 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Provision for expected credit loss expense | | | 562 | | | (349) | | | | 213 | | | | 4,296 | | | — | | | 10,428 | | | | 14,724 | | | | | 14,937 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net refund transfer fees | | | — | | | — | | | | — | | | | 12,733 | | | — | | | — | | | | 12,733 | | | | | 12,733 | | Mortgage banking income | | | 3,624 | | | — | | | | 3,624 | | | | — | | | — | | | — | | | | — | | | | | 3,624 | | Program fees | | | — | | | — | | | | — | | | | — | | | 1,519 | | | 8,088 | | | | 9,607 | | | | | 9,607 | | Gain on sale of Republic Bank Finance loans and leases | | | 5,845 | | | — | | | | 5,845 | | | | — | | | — | | | — | | | | — | | | | | 5,845 | | Other noninterest income (1) | | | 17,548 | | | 47 | | | | 17,595 | | | | 120 | | | 3 | | | 1 | | | | 124 | | | | | 17,719 | | Total noninterest income | | | 27,017 | | | 47 | | | | 27,064 | | | | 12,853 | | | 1,522 | | | 8,089 | | | | 22,464 | | | | | 49,528 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Salaries and employee benefits | | | 52,639 | | | 1,477 | | | | 54,116 | | | | 4,242 | | | 2,123 | | | 2,579 | | | | 8,944 | | | | | 63,060 | | Technology, equipment, and communication | | | 14,229 | | | 94 | | | | 14,323 | | | | 170 | | | 40 | | | 2,099 | | | | 2,309 | | | | | 16,632 | | Occupancy | | | 6,897 | | | 61 | | | | 6,958 | | | | 128 | | | 11 | | | 11 | | | | 150 | | | | | 7,108 | | Marketing and development | | | 1,964 | | | — | | | | 1,964 | | | | 91 | | | — | | | 2,820 | | | | 2,911 | | | | | 4,875 | | FHLB advances early termination penalties | | | 2,316 | | | — | | | | 2,316 | | | | — | | | — | | | — | | | | — | | | | | 2,316 | | Other noninterest expense (2) | | | 13,221 | | | 291 | | | | 13,512 | | | | 734 | | | 298 | | | 275 | | | | 1,307 | | | | | 14,819 | | Total noninterest expense | | | 91,266 | | | 1,923 | | | | 93,189 | | | | 5,365 | | | 2,472 | | | 7,784 | | | | 15,621 | | | | | 108,810 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Income (loss) before income tax expense | | | 54,891 | | | 6,117 | | | | 61,008 | | | | 14,649 | | | 5,093 | | | 17,185 | | | | 36,927 | | | | | 97,935 | | Income tax expense (benefit) | | | 12,969 | | | 1,468 | | | | 14,437 | | | | 3,193 | | | 1,111 | | | 3,759 | | | | 8,063 | | | | | 22,500 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net income (loss) | | $ | 41,922 | | $ | 4,649 | | | $ | 46,571 | | | $ | 11,456 | | $ | 3,982 | | $ | 13,426 | | | $ | 28,864 | | | | $ | 75,435 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Period-end assets | | $ | 5,770,433 | | $ | 614,989 | | | $ | 6,385,422 | | | $ | 20,226 | | $ | 494,952 | | $ | 161,229 | | | $ | 676,407 | | | | $ | 7,061,829 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Period-end loans | | $ | 4,655,509 | | $ | 614,696 | | | $ | 5,270,205 | | | $ | 156 | | $ | — | | $ | 140,045 | | | $ | 140,201 | | | | $ | 5,410,406 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Period-end deposits | | $ | 4,940,270 | | $ | 43,798 | | | $ | 4,984,068 | | | $ | 19,178 | | $ | 494,754 | | $ | 53,742 | | | $ | 567,674 | | | | $ | 5,551,742 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net interest margin | | | 4.13 | % | | 2.59 | % | | | 3.99 | % | | | NM | | | NM | | | NM | | | | NM | | | | | 5.23 | % | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net-revenue concentration* | | | 67 | % | | 3 | % | | | 70 | % | | | 11 | % | | 3 | % | | 16 | % | | | 30 | % | | | | 100 | % | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Six Months Ended June 30, 2025 | | | | Core Banking | | | Republic Processing Group | | | | | | | | | | | | | | | Total | | | Tax | | Republic | | Republic | | | | | | | | | | | | Traditional | | Warehouse | | | Core | | | Refund | | Payment | | Credit | | | Total | | | | Total | | (dollars in thousands) | | Banking | | Lending | | | Banking | | | Solutions | | Solutions | | Solutions | | | RPG | | | | Company | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net interest income | | $ | 109,701 | | $ | 6,577 | | | $ | 116,278 | | | $ | 29,874 | | $ | 7,557 | | $ | 25,181 | | | $ | 62,612 | | | | $ | 178,890 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Provision for expected credit loss expense | | | (252) | | | 302 | | | | 50 | | | | 11,495 | | | — | | | 7,950 | | | | 19,445 | | | | | 19,495 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net refund transfer fees | | | — | | | — | | | | — | | | | 16,460 | | | — | | | — | | | | 16,460 | | | | | 16,460 | | Mortgage banking income | | | 3,717 | | | — | | | | 3,717 | | | | — | | | — | | | — | | | | — | | | | | 3,717 | | Program fees | | | — | | | — | | | | — | | | | — | | | 1,502 | | | 6,771 | | | | 8,273 | | | | | 8,273 | | Gain on sale of Visa Class B-1 shares (1) | | | 4,090 | | | — | | | | 4,090 | | | | — | | | — | | | — | | | | — | | | | | 4,090 | | Other noninterest income (1) | | | 18,003 | | | 43 | | | | 18,046 | | | | 210 | | | 1 | | | 1 | | | | 212 | | | | | 18,258 | | Total noninterest income | | | 25,810 | | | 43 | | | | 25,853 | | | | 16,670 | | | 1,503 | | | 6,772 | | | | 24,945 | | | | | 50,798 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Salaries and employee benefits | | | 52,124 | | | 1,428 | | | | 53,552 | | | | 4,161 | | | 1,902 | | | 2,255 | | | | 8,318 | | | | | 61,870 | | Technology, equipment, and communication | | | 14,874 | | | 80 | | | | 14,954 | | | | 317 | | | 44 | | | 2,012 | | | | 2,373 | | | | | 17,327 | | Occupancy | | | 6,754 | | | 60 | | | | 6,814 | | | | 121 | | | 10 | | | 10 | | | | 141 | | | | | 6,955 | | Marketing and development | | | 1,438 | | | — | | | | 1,438 | | | | 178 | | | — | | | 1,014 | | | | 1,192 | | | | | 2,630 | | Core conversion and related contract consulting fees | | | 5,896 | | | — | | | | 5,896 | | | | — | | | — | | | — | | | | — | | | | | 5,896 | | Other noninterest expense (2) | | | 13,453 | | | 255 | | | | 13,708 | | | | 950 | | | 283 | | | 222 | | | | 1,455 | | | | | 15,163 | | Total noninterest expense | | | 94,539 | | | 1,823 | | | | 96,362 | | | | 5,727 | | | 2,239 | | | 5,513 | | | | 13,479 | | | | | 109,841 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Income before income tax expense | | | 41,224 | | | 4,495 | | | | 45,719 | | | | 29,322 | | | 6,821 | | | 18,490 | | | | 54,633 | | | | | 100,352 | | Income tax expense | | | 8,656 | | | 1,013 | | | | 9,669 | | | | 6,399 | | | 1,485 | | | 4,047 | | | | 11,931 | | | | | 21,600 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net income | | $ | 32,568 | | $ | 3,482 | | | $ | 36,050 | | | $ | 22,923 | | $ | 5,336 | | $ | 14,443 | | | $ | 42,702 | | | | $ | 78,752 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Period-end assets | | $ | 5,788,697 | | $ | 672,166 | | | $ | 6,460,863 | | | $ | 32,771 | | $ | 346,586 | | $ | 130,697 | | | $ | 510,054 | | | | $ | 6,970,917 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Period-end loans | | $ | 4,582,152 | | $ | 671,773 | | | $ | 5,253,925 | | | $ | 95 | | $ | — | | $ | 119,000 | | | $ | 119,095 | | | | $ | 5,373,020 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Period-end deposits | | $ | 4,849,544 | | $ | 37,704 | | | $ | 4,887,248 | | | $ | 31,374 | | $ | 346,586 | | $ | 52,031 | | | $ | 429,991 | | | | $ | 5,317,239 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net interest margin | | | 3.81 | % | | 2.59 | % | | | 3.71 | % | | | NM | | | NM | % | | NM | | | | NM | | | | | 5.44 | % | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Net-revenue concentration* | | | 59 | % | | 3 | % | | | 62 | % | | | 20 | % | | 4 | % | | 14 | % | | | 38 | % | | | | 100 | % | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
* Net revenue represents net interest income plus total noninterest income. Net-revenue concentration equals segment-level net revenue divided by total Company net revenue. (1) Other noninterest income includes service charges on deposit accounts, interchange fee income, increase in cash surrender value of BOLI, net losses on OREO and other noninterest income. (2) Other noninterest expense includes FDIC insurance expense, interchange related expense, legal and professional fees, and other noninterest expense.
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